THE EXECUTIVE CONNECTION OF NORTH TEXAS
BOARD OF DIRECTORS THE EXECUTIVE CONNECTION
OF NORTH TEXAS
EDITORS
Amanda Brummit, FACHE
Sarah Sentmore
Kean Villarta
CONTRIBUTING WRITERS
Michael Belkin, FACHE
Amanda Brummit, FACHE
David S. Muntz
Tom Peck, LFACHE
Melinda Schmidt
Audrianne Schneider, FACHE
Bert Witherspoon
ADVERTISING / SUBSCRIPTIONS
info@achentx.org
QUESTIONS AND COMMENTS:
ACHE of North Texas
Editorial Office, c/o Executive Connection
300 Decker Drive, Suite 300 Irving, TX 75062
p: 972.413.8144
e: info@achentx.org
w: achentx.org
OFFICERS
President
Aaron Bujnowski, FACHE
Managing Director, Health Industry Group |
Health Systems Practice, Alvarez & Marsal
Holdings, LLC
President-Elect
Ajith Pai, FACHE (Foundation Liaison)
President, Texas Health Harris Methodist
Hospital Southwest Fort Worth
Immediate Past President
Felixia Colón, FACHE
Sr. Vice President & Group Operations Officer
SCP Health
Treasurer
Patrick Brown, FACHE
Senior Vice President-Operations, National Group Surgery Partners
Secretary
Jared Lange (Networking Liaison)
Director, Business Sustainability & Development
Parkland Health
Diversity, Equity & Inclusion Officer
Kris Sanders FACHE (Membership Liaison)
SVP Northern Market Growth & Development
Children’s Health
The ACHE of North Texas e-magazine, The Executive Connection, is published triannually and includes information on the latest regulatory and legislative developments, as well as the quality improvement and leadership trends that are shaping and influencing the healthcare industry. Readers get indepth reporting on the issues and challenges facing hospital and health system leaders today. We make it our job to tell you about the great things the organization and Chapter are doing every day to ensure the health of our community. If you have any news and updates that you want to share with other members, please e-mail your items to info@northtexas.ache.org. Microsoft Word or compatible format is preferable. If you have a graphic or picture that you'd like to include, please send it as a separate file. The following are the types of information that our members shared in past ACHE of North Texas magazines, Advocacy Issues, Legislative Issues, Educational Opportunities, Awards / Achievements, Promotions (Members On the Move), Committee Updates, journal submissions, conference submissions, and workshop participations, sharing
BOARD OF DIRECTORS
Dr. Jim Allard, DNP, RN, NEA-BC, FACHE
ACHE Regent-at-Large, District 4
Chief Nursing Officer, Medical City Arlington
Timothy Bowen, FACHE (Sponsorship Liaison) President, Baylor Scott White - McKinney
Crystal Brown (Foundation Liaison) Vice President Operations/COO Methodist Mansfield Medical Center
Noreen Butte, MD (Physician Advisory Chair/Liaison) Pediatrician
Christina Mathis, MHA (Sponsorship Liaison) Chief Operating Officer/Ethics & Compliance Officer, Medical City Plano
Angela Vincent Michael, FACHE (Education Chair/Liaison)
Director, Performance Improvement Methodist Health System
Cassandra Self, FACHE (DE&I Liaison) Program Director, Texas Health Resources
Jared Shelton, FACHE (As of April 2024)
ACHE Texas – North Regent President, Texas Health Harris Methodist Hospital Hurst-Euless-Bedford
Michael Talley, RRT, FACHE (Mentorship Liaison) VP of Clinical Operations & Virtual Care, CHRISTUS Health
Keith Thurgood, PhD (Student Council Liaison) Clinical Professor & Program Director, MS Healthcare Leadership and Management, University of Texas at Dallas
Toya White, FACHE (Advancement Liaison) Chief Operating Officer & Chief Nursing Officer, Texas Health Resources
Corey Wilson, FACHE (Communications Liaison) Chief Operating Officer, Texas Health Harris Methodist Fort Worth
Timothy Wilson (DE&I Liaison)
SVP, Population Health Management, P3 Health Partners
MESSAGE FROM OUR PRESIDENT Aaron Bujnowski, FACHE
With more than half the year behind us, ACHE North Texas continues to accelerate our mission “to be the premier healthcare leader organization of North Texas.” Here are a few examples.
My first example of our acceleration is the expansion of our premier diversity, equity, and inclusion (DEI) event, which we called “Better Together.” With the generous support of our sponsors, we were able to hold a dynamic and engaging event. We partnered with The National Association for Latino Healthcare Executives, the National Association of Health Services Executives, Healthcare Information Management Systems Society, North Texas Association for Healthcare Quality, and Healthcare Financial Management Association and included our own DEI groups--the Asian Healthcare Leaders Community of North Texas and Women’s Healthcare Executives’ Network. Nearly two hundred attendees saw first-hand what it means to be “better together.” Most importantly, attendees left with a renewed energy to make a positive difference for diversity in each of their organizations.
Second, we are taking another significant step forward in 2024 with our ACHE of North Texas Foundation. The launch of our foundation has been several years in the making. We now have a website (www.achentxfoundation.org) and a LinkedIn profile (https://www.linkedin.com/company/ ache-of-north-texas-foundation). We are also participating in the 2024 North Texas Giving Day to raise funds. You can access our site at this link (https://www.northtexasgivingday.org/organization/ Ache-Of-North-Texas-Foundation). This year, we will select our first local non-profit organization to sponsor and create a scholarship program to assist high school students from disadvantaged areas to pursue healthcare careers. These efforts will help us fulfill the foundation’s mission “To champion educational opportunities, develop current and future healthcare leaders, and promote health equity in our community.” Our mission is not just a statement; it’s a call to action. We are truly extending our impact into our community as we seek to give back to those who could benefit from our expertise, engagement, and financial support.
My third example is our summer networking events. We had three opportunities to see the Texas Rangers play, held a networking event at the Constellation Club jointly with the Healthcare Leaders Association of North Texas, and had a “Crushing It” event where we got to play some games and enjoy each other’s company. During our “Business of Healthcare” event, we learned about various healthcare-oriented businesses that support the business of healthcare outside of the four walls of a hospital or health system. We’re grateful to the University of Texas at Dallas Naveen Jindal School of Management for hosting.
Finally and most importantly, we couldn’t do any of these things without you. The efforts of our amazing members make all the difference. You give of your time to serve on our board and committees and to attend our well-planned events. We continue to grow as a chapter, with many new members joining during this year. Your contributions and achievements have been recognized by ACHE National. They asked me to write an article for their newsletter and participate on a panel to be held during the ACHE Chapter Leaders Conference at the end of September. Your dedication and hard work are the reasons for our success.
Thank you for all you do to make an impact on healthcare in North Texas!
Let’s accelerate to the end of 2024.
ACHE TEXAS - NORTH REGENT
Jared C. Shelton, FACHE
The transition from summer to fall brings many things with it: the return of football, the heat finally begins to subside, and children go back to school. This year, my family reached a new milestone in that all three of our children are now in elementary school. My youngest started kindergarten this year and I’m excited to see how she develops as a student. We have tried to instill in all our children a sense of curiosity about the world around them. My little one is learning to read, my oldest is enthralled with learning how to write plays, and my son, after seeing “Shark Week” for the first time, is devouring all information he can about different species of sharks. There is always something to learn about!
Well, my fellow ACHE colleagues, I hope that you are also embracing a lifelong love of learning. As healthcare professionals, there is always something new to learn about in our field and you can bet that ACHE and your local chapter have a variety of ways for you to stay up-to-date with the latest trends, developments, and news.
If you have not taken advantage of, or are not familiar with, all that ACHE has to offer from a continuous education standpoint, consider the following:
• ACHE Clusters are on-site one- or two-day seminars that take a deep dive into the most critical challenges facing the industry. In Q4 2024, there are clusters in Atlanta, Scottsdale, and New Orleans still available. Having attended Clusters in the past, I highly recommend them as great opportunities to learn, network, and explore new places.
• If you can’t make it in-person, ACHE’s Virtual Interactive Education sessions provide a unique way to learn. The offerings include four virtual live sessions over the course of a month, plus discussion board conversations and assessments.
• And for quick-hitters, try ACHE’s webinars. These are 1-hour sessions that can be completed wherever you are and are usually complimentary when viewed live. If you missed one and want to watch it on-demand, they can be viewed for a small fee.
And your local ACHE chapter is also chock-full of great educational opportunities. For years I have attended local chapter education sessions and found them to be enriching. The latest one I attended was the ACHE Multi-Chapter Healthcare Forum: Celebrating Excellence, Inspiring Innovation, which was a joint effort between all three chapters in our District 4 – Texas Northern region. It was simply fantastic! I encourage you to check out the calendar for your local chapter and make it a priority to get signed up for an upcoming session. As I like to say, you’ll get out of it what you put into it, so be intentional about being committed to lifelong learning!
ACHENTX would like to congratulate Jared for being named the new President of Texas Health Harris Methodist Hospital Fort Worth!
MESSAGE FROM OUR
ACHE REGENT-AT-LARGE
Jim Allard, DNP, RN, NEA-BC, FACHE
Colleagues,
As your District 4 Regent At Large, I trust you had a fabulous summer as we launch into our next season.
As I think about diversity, equity, inclusion, and belonging (DEIB), there is much at stake. As healthcare executives, we have a role in advocating and educating others. Our careers in healthcare aid in speaking with local, state, and national legislatures and colleagues, neighbors, and friends about what is important to healthcare and health equity. Regardless of a person’s political affiliation or views, we all have a responsibility to cast a ballot. This is a fundamental right and of utmost importance in our democracy.
Regardless of where you or your organization is on the journey to health equity and DEIB, there are tools and resources to support you at www.ache.org
Along with that, I would like to expand on the ACHE Core Values:
• Integrity: We advocate and demonstrate high ethical conduct in all we do.
• Lifelong Learning: We recognize lifelong learning is essential to our ability to innovate and continually improve ourselves, our organizations, and our profession.
• Leadership: We lead through example and mentoring, and recognizing caring must be a cornerstone of our professional interactions.
• Diversity and Inclusion: We champion diversity and foster inclusion to advance equity in the workplace and the communities we serve.
As I reflect on the core values, I look to advance them with my leadership team and others.
As always, if I can be of assistance, please feel free to connect. In this role, I am actively assisting Regents, DEI Committees, and local leaders around the DEI agenda of ACHE. With that said, I am also available to assist with local ideas, programming, and support as well.
Best,
Jim Allard, DNP, RN, NEA-BC, FACHE
Regent at Large, District 4 (2023-2026)
MEANINGFUL INNOVATION
ACHENTX MEMBER
SPOTLIGHT
Tim Bowen, FACHE President, Baylor Scott & White Medical Center McKinney
Why did you go into health care? Why do you stay?
I started my career in health care as a Nuclear Medicine technologist, initially drawn by the technological aspects of the field. However, it was the opportunity to serve others that truly hooked me and led me to pursue leadership roles. My clinical experience inspired me to impact healthcare delivery on a larger scale, focusing on operational excellence, program growth, physician and team engagement.
I stay in health care because I love the diverse challenges each day presents and the chance to make a meaningful impact on someone’s life. Every day at work we have the opportunity to be a blessing in someone’s life. The opportunity to contribute positively to others’ well-being keeps me motivated and committed to the field.
Why did you join ACHE?
I joined the American College of Healthcare Executives (ACHE) 16 years ago for its professional development resources, networking opportunities, commitment to ethical standards, and strong advocacy for health care. I regard ACHE as the pinnacle of standards within the healthcare leadership profession. Through its networking resources, I have built lifelong relationships that have significantly advanced my career. Additionally, these connections offer me a valuable sounding board whenever I need to discuss challenges or ideas with fellow colleagues.
What advice would you give early careerists or those considering membership?
Maximize your involvement in your local chapter by actively attending networking and educational events. Aim to meet at least three new people at each event. If available, review the attendee list in advance to identify potential connections within organizations that interest you. After events, connect with new contacts on LinkedIn or email and maintain those relationships over time. Healthcare leadership is a relatively small community, and you’ll likely encounter these individuals again.
Also, volunteer to support local events. This is an excellent way to expand your network, deepen your understanding of ACHE, and contribute to the chapter’s success.
Tell us one thing that people don’t know about you.
I’m a bit of a do it yourself enthusiast. Fixing things around the house is satisfying, and it gives me a reason to buy new tools. When I retire someday, I’d love to put my skills to use as a neighborhood handyman.
SPOTLIGHT
Vanessa Lee, MHA
Clinical Program Consultant | Medical Policy Operations
UnitedHealthcare Clinical Services (UCS)
Why did you go into health care? Why do you stay? Coming from a family of nurses, I had a deep appreciation for the field of healthcare at a young age. By my high school graduation, I was a lifeguard and a Certified Nurse Aide , thanks to Health Occupation Students of America , which made pursuing my interest in science and healthcare fun and competitive.
I stay because I genuinely believe in helping others live their best lives. There are not many industries that have such a compelling mission for their work and a more unifying cause. It helps that the work is challenging and constantly morphing – there is always something to learn and grow from.
How long have you been a member of ACHE?
I’ve been a member since I was a graduate student, around 2013.
Your advice to others in how to get involved in ACHE?
If you have the heart of a helper, it is too easy and never too early to get involved. When I moved from the Iowa ACHE chapter to North Texas, I immediately sought out a way to get involved and volunteer. The chapter’s committees are where you make lasting contributions and connections. Reach out to any of the committee members and leaders for opportunities to get involved. Everyone has something to contribute and can utilize their gifts and skills here - even when a season in your life may prevent you from being as involved as you would like.
What advice would you give early careerists or those considering membership?
My best advice is derived from the work of Annie Duke, called “Quit.” Know when to stick at something/grit and when to quit. Fail fast so you can try something else. There have been so many times in my life that I thought that if I just worked harder, showed more loyalty, or gave more of myself that my fortunes/outcomes would change. Knowing when to make a change and giving yourself permission to move on is crucial both in your professional and personal life.
Tell us one thing that people don’t know about you.
I am a former cast member at Walt Disney World in Florida and met my husband there. In my time there, I got to be “best friends” with many of the characters, especially the shorter ones like Mickey and Minnie. My experiences working for Disney highly influenced my career direction and I couldn’t have asked for a more magical beginning as a young careerist.
MEMBER UPDATES
To submit your update, milestone, award or accomplishment, CLICK HERE.
RICHARD GREENHILL joined Quality Insights, Charleston, WV in July 2024 as the new Chief Transformation Officer
PATRICK MARAKEWICH was promoted to Clinic Practice Manager at the UT Southwestern Plano Pediatric Group, which includes 13 pediatric specialties and nearly 4,000 patient visits per month.
ROBERT S. SMITH, DHSC, MS, PA-C, DFAAPA published Original Research In the Journal of National Hispanic Medical Association, “Concurrent Validity of the PHQ-9 in English and Spanish.”
JORDAN HAYGOOD was promoted to Regional Vice President of Managed Care for Oklahoma, Missouri and Illinois for SSM Health.
KEAN VILLARTA was promoted to Director, Operational Planning at Children’s Health.
DR. BRITTANY BROOKS received her MBA from SMU in August 2024.
TRANSFORMING HOSPITAL LABS INTO INVESTMENT CENTERS: Abbott’s Innovative Approach
A Conversation with Jonathan V. Burgart, Director, US Marketing, Abbott
By Amanda Brummitt, FACHE
Jonathan “JB” Burgart is a 24-year veteran of Abbott, where the company’s culture of innovation and a desire to help people lead fuller lives permeates each team’s everyday efforts.
The focus on innovation and developing products that better the operations of Abbott’s hospital-based lab partners is what attracts customers and provides them with the tools they need to be successful in service to patients.
I sat down with Burgart to get a sense of how Abbott helps laboratories maximize their operations and address the ever-present challenges of staffing shortages, capital availability, and profitability. Burgart made it clear that labs have the potential to become financial, clinical, and operational strengths for hospitals, especially if they focus on their core values and the most efficient investments to grow strategically.
Today, labs and their larger systems are struggling to maintain adequate staffing levels while dealing with increased volume and financial pressures. Labs need more capacity to grow, yet they often lack the funds to invest while profitability remains a significant concern, especially with questions on PAMA (Protecting Access to Medicare Act), which affects outreach business. The intent of the “Value of the Lab” program is to help hospitals navigate these challenges by understanding the underlying business dynamics that form the impact of key strategic decisions.
WHEN LABS ARE VIEWED AS COST CENTERS
Many hospitals traditionally see their labs as cost centers, focusing on cutting costs and missing potential revenue opportunities. Burgart recalls a hospital undervaluing its lab at $50 million over five years, while reference labs saw it as worth over $300 million. They sold their lab for far less than it was worth, losing significant revenue—a story Burgart, unfortunately, sees all too often.
HOW ABBOTT HELPS LABS RECOGNIZE THEIR VALUE
Abbott uses hospital data to help shift the perspective of a lab as a cost center to identify new lines of revenue and help hospitals grow organically. Burgart explains, “Our goal is to make labs strategically advantageous to hospitals, stabilizing hospital value. We show hospitals how labs operate as a revenue center by showing the actual financial model within the ecosystem, along with the clinical and operational value of testing within diagnostic care.”
One key strategy that can help with this is to simplify complex financial structures. Burgart provides this example: “A $900 million topline revenue system might not realize their lab generates $116 million annually. Once hospitals understand this and that labs are one of the few revenue centers that can expand outside the walls of the system like pharmacy, they can better evaluate growth opportunities, such as outreach programs.”
So how does Abbott do this? It starts with data. Burgart tracks data from 7,000 hospitals, showing hospitals the value of their labs using their own reported data. They can then validate this data with their financial department and see their lab’s true worth.
STAFFING
Burgart also shared strategies from well-run hospitals: evaluating resources, prioritizing capacity in instrumentation and personnel, and investing in staff with enhanced benefits and career opportunities to ensure the employees stay with the system long term with the expected productivity and morale.
EFFICIENT AND INTEGRATED LAB
Abbott offers innovative products like efficient inventory management and ordering, smart integrated labs, and clinical decision support, all of which can help the lab run efficiently and effectively.
EFFICIENT ORDERING
A study published in Journal of American Board of Family Medicine in 2014 showed that 14.7% of physicians are uncertain about which tests to order, leading to inefficiencies and potential waste, and 77% of physicians want additional help from labs in the diagnosis of patients. Physicians don’t often seek consultation from laboratory professionals but value these consultations when they occur.
By establishing a proactive approach, hospitals can foster closer relationships between labs and physicians, where lab professionals suggest more effective testing strategies, promoting efficiency and reducing unnecessary testing.
SMART INTEGRATED LAB
Seventy percent of clinical diagnostics rely on lab results1, yet they constitute only 4% of healthcare costs. This statistic highlights the labs’ significant impact despite their relatively low cost—a fact often overlooked in the healthcare industry’s perception of labs as mere “black boxes in the basement.” However, the real eye-opener is that 70-80% of all hospital data stored in the costly EMR systems is related
1 G2 Intelligence report - The Counter-Argument to Selling Your Hospital Lab
to lab test results1. This data, worth tens of millions in investment, is only as valuable as the hospital’s ability to effectively utilize it.
CLINICAL DECISION SUPPORT
Abbott offers diagnostic products that can significantly impact patients’ lives. Through innovative informatics solutions like clinical decision support, hospitals can develop rule sets based on test outcomes to enhance diagnostic accuracy, addressing the 77% of clinicians who seek additional support2
GLP SYSTEMS TRACK
GLP systems Track offers an array of new features for laboratories to optimize performance and safety, increase productivity and meet growing demand. The unique, fully customizable system provides flexibility for labs and enables staff to configure design to meet their specific needs.
GLP systems Track showcases the intelligent self-propelled single sample carrier – called CAR. Samples move independently, not attached to rigid, fixed mechanized track systems. This can help reduce mechanical failures that can stop the entire system, guaranteeing the continuity of the operation and the flexibility to change when the laboratory requires it.
The automation system is the first in the U.S. for clinical labs featuring this smart CAR technology, which allows samples in selfpropelled cars to travel throughout the track without a belt. This increases flexibility for labs and helps boost performance. The smart CAR technology streamlines operations so labs can provide quick, accurate results to patients and customers.
TRANSFORMATION SYSTEM
Abbott’s Transformation System involves workshop sessions where the lab and hospital leadership meticulously assess a lab’s market position, strengths, and weaknesses to devise a strategic growth plan. Abbott’s Transformation System allows labs to focus on achieving efficient and clinically effective expansion that also enhances operational performance. The program has garnered support from high-level hospital executives, including COOs, system presidents, and CMOs, who recognize its potential to drive substantial lab growth over a 3 to 5-year horizon.
It’s all about labs learning, improving, and ultimately sustaining.
CULTURE OF INNOVATION
Who made the first FDA-approved HIV test? Abbott. Remember the BinaxNOW that quickly emerged during COVID? Abbott made it.
During our conversation, Burgart’s enthusiasm for Abbott’s culture of innovation was palpable. He spoke at length about the company’s commitment to pushing the boundaries of diagnostic technology, with a focus on improving patient care and outcomes.
Abbott stays ahead of the curve by heavily investing in research and development, ensuring its products are at the forefront of medical technology. Burgart highlighted several advancements, including:
• A traumatic brain injury test that, when performed within 12 hours, determines if a CT scan is necessary in conjunction with other clinical information to assist in determining the need for a CT scan of the head. This could potentially reduce CT scan reliance by up to 40%, minimizing radiation exposure and saving costs.
2 JABFM March–April 2014 Vol. 27 No. 2
• A thyroid panel not susceptible to Biotin interference that could skew results and lead to misdiagnosis.
• A high-sensitivity troponin test with sexspecific cutoffs, delivering more accurate results for women.
FINAL THOUGHTS
Abbott is flipping the script on how hospital labs are viewed, showing they can be sources of revenue. With cutting-edge tech, smart strategies, and a deep dive into data, they’re helping hospitals unlock the hidden value in their labs.
Abbott strives on building lasting partnerships and driving real change in healthcare. Their culture of innovation shines through everything they do, from pioneering new diagnostic tools to transforming lab operations.
We’re fortunate to have Abbott well-represented in Dallas and Irving and thankful for them as an active supporter of our ACHE North Texas Chapter.
SECURING THE DIGITAL FRONTLINE: Strengthening Cybersecurity in Healthcare Environments
By David S. Muntz,
CDH-E, CHCIO, FCHIME, LCHIME, FHIMSS Principal, StarBridge Advisors
The healthcare industry is increasingly vulnerable to cyberattacks, making it imperative for healthcare leaders to prioritize and strengthen their cybersecurity measures. Patients and their families entrust healthcare providers with sensitive personal information, expecting it to be handled with the utmost care and confidentiality. A breach not only compromises this data but also undermines the trust and confidence patients place in the healthcare system. Worse, it compromises patient safety and can cause harm or death.
By investing in advanced cybersecurity protocols, training staff on best practices, and staying ahead of emerging threats, healthcare leaders can ensure that patient safety is not compromised and data remains secure. This proactive approach not only protects against potential financial and reputational damage but also upholds the ethical responsibility of maintaining patient trust and safety. Thus, enhanced cybersecurity measures are essential in preserving the integrity of the healthcare delivery system and reinforcing the confidence that patients and families have in their care providers.
A digitally enabled healthcare environment requires simultaneous attention to three elements – people, process, and technology –people being the most important. Cybersecurity strategies are important but insufficient. To protect the sacred trust, healthcare leaders must create a culture of privacy and security .
Though Peter Drucker never said, “Culture eats strategy for breakfast”, I’ve seen evidence aplenty to support the statement. What he did say, in his article for the Wall Street Journal (March 28, 1991) was that “culture—no matter how defined—is singularly persistent.”
This means fostering an environment where every team member, from frontline staff to top executives, understands their role in safeguarding patient information and is committed to maintaining rigorous security standards. Regular training and awareness programs should be implemented to keep everyone informed about the latest threats and best practices in cybersecurity. Additionally, processes must be continually reviewed and updated to address vulnerabilities and ensure compliance with regulatory requirements. Technology should be leveraged to support these efforts, with robust systems in place
for data encryption, threat detection, and response. By prioritizing a holistic approach that integrates people, process, and technology, healthcare organizations can build a resilient defense against cyber threats and maintain the trust of those they serve.
HERE ARE REQUIREMENTS TO BUILD A SUPPORTIVE CULTURE:
• Leadership commitment is essential. Every member of the board and everyone in the executive suite must become privacy and security champions. They must visibly and vocally support privacy and security initiatives by allocating resources, time, and attention to cybersecurity. They must ensure that subject matter experts in clinical, financial, and administrative areas develop and adhere to comprehensive privacy and security policies that align with regulatory requirements and best practices. They must model the behaviors they expect from their staff, demonstrating a commitment to privacy and security.
• Embrace education. Conduct regular training sessions for all employees, including new hires and seasoned staff, covering the latest security threats, data handling practices, and response protocols. Tailor training programs to ensure that every individual understands their unique responsibilities regarding privacy and security. Include information about your organization’s cybersecurity philosophy and policies in new employee orientation.
• Create clear communication channels for reporting security incidents, suspicious activities, and potential vulnerabilities. Regularly update staff on new policies, emerging threats, and the outcomes of security assessments – good and bad. Create a feedback loop and aggressively seek input from employees about improvements to privacy and security practices.
• Encourage continuous learning through workshops, seminars, and certifications related to cybersecurity and privacy. Develop and regularly update incident response plans that outline the steps to take in the event of a privacy violation, security incident, or data breach. Conduct regular audits and assessments to identify and mitigate vulnerabilities in processes and systems. Ensure ongoing compliance with relevant regulations such as Health Insurance Portability and Accountability Act , General Data Protection Regulation , and other local and state data protection laws. Conduct mock cybersecurity breaches, much like the mock disaster drills your organization conducts to meet The Joint Commission requirements. Hold debriefing sessions and document lessons learned.
• Define accountability structures so everyone knows who to turn to in case of a privacy violation, a security issue, or data breach. Ensure that everyone who discovers a cybersecurity problem follows through to ensure the violation is addressed. Implement cybersecurity drills and phishing simulations to provide practical experience in recognizing and responding to threats.
• Invest in robust security infrastructure. No single vendor can provide the entire infrastructure. Ensure you have more than adequate defense and monitoring. Implement strict access controls and identity management systems to ensure that only authorized personnel can access sensitive information. Keep all systems and software up to date with the latest security patches and updates.
Don’t let the budget for the security infrastructure get in the way of doing what
is essential. Consider the recent Change Healthcare breach which is predicted to cost the company significantly more than $1 billion. Also in the news are important lessons from the breach at my provider, Ascension Health, which jeopardized all areas of operations for weeks – from May 8th through June 14th – the effects of which continue to this day. These events should serve as ample evidence that recovery is far more expensive than prevention.
• Create a reward program which recognizes staff and providers who demonstrate exceptional diligence in upholding privacy and security standards.
• Collaborate with other healthcare organizations to share knowledge, strategies, and experiences related to cybersecurity. Privacy and security violations hurt not only individuals but the healthcare community writ large. Ensure that all third-party vendors comply with your organization’s privacy and security standards and regularly review their security practices.
By taking these steps, healthcare organizations can cultivate a culture of privacy and security that not only meets regulatory requirements but also builds and promotes patient safety and maintains the trust of patients and families. This holistic approach ensures that all aspects of the organization work together to protect sensitive data and uphold the integrity of the healthcare delivery system. To borrow from a familiar slogan, the best way to play defense: If you suspect something, say something! Get help immediately from your information technology security team.
USEFUL RESOURCES YOU CAN PUT INTO PRACTICE NOW.
There is a wealth of information that can help you choose the level of protection you want including frameworks, roadmaps, and checklists which should be personalized to your situation. Here’s a brief list of references that can help you begin your journey to create your own checklist or improve what you have, to ensure you are building the best defense against the never-ending threats to privacy and security.
• The US Department of Commerce’s National Institute of Standards and Technology’s (NIST) Cybersecurity Framework (CSF) 2.0, along with its supplementary resources “can be used to understand, assess, prioritize, and communicate cybersecurity risk.” The NIST Framework is an essential foundation used by “people and organizations in government, industry, and academia—both in the U.S. and internationally.” It is complex and works for all industry sectors.
• The HSCC (Health Sector Coordinating Council) Joint Cybersecurity Working Group published the “Health Industry Cybersecurity Strategic Plan 2024-29”, on February 27, 2024, “intended to coalesce the entire health sector around long-term cybersecurity goals and objectives to measurably raise the level of cybersecurity preparedness and resiliency by 2029. The priority for 2024 is to mobilize its implementation and develop an agreed set of measurable outcomes and metrics for success.”
• The HHS 405(d) Program is a collaborative effort between the Health Sector Coordinating Council and the federal government to align healthcare industry security practices. As the leading collaboration center of the Office of the Chief Information Officer, the 405(d) Program’s goal is to align cybersecurity approaches and strengthen the cybersecurity posture of the Healthcare and Public Health (HPH) sector.”
Here’s a link to their resources, more than 80 of them which can be used by organizations small and large.
• Health-ISAC (Information Sharing and Analysis Center) is a trusted community of critical infrastructure owners and operators within the Health and Public Health sector (HPH). The community is primarily focused on sharing timely, actionable and relevant information with each other including intelligence on threats, incidents and vulnerabilities that can include data such as indicators of compromise, tactics, techniques and procedures (TTPs) of threat actors, advice and best practices, mitigation strategies and other valuable material.” Here’s a link to their Healthcare Cybersecurity Benchmarking Study 2024.
• The Office of the National Coordinator (ONC) for Health Information Technology created a checklist of 10 actions, the first of which is creating a culture of security. Here’s a link to its checklist.
• HSCC produced a comprehensive Operational Continuity - Cyber Incident (OCCI) with a checklist on what to do when an incident occurs. It is “a flexible template for operational staff and executive management to respond to and recover from an extended enterprise outage due to a serious cyber-attack. Its suggested operational structures and tasks can be modified or refined according to an organization’s size, resources, complexity and capabilities.”
Work with your Finance, Compliance, Audit, and Information Technology leaders to discuss how to conduct periodic and sometimes surprise external audits of your cybersecurity environment to ensure you’re protecting privacy and security without compromising patient safety and operational integrity.
JUNE 26, 2024
EXECUTIVE EXCHANGE
By Bert Witherspoon
In an exciting first-of-its-kind event, the North Texas Chapter of the American College of Healthcare Executives (ACHENTX) hosted its inaugural Executive Exchange for Vice Presidentlevel and above healthcare executives. The gathering brought together leaders from across the Dallas-Fort Worth (DFW) healthcare market to network, share insights, and discuss a major upcoming event set to impact the region—the 2026 FIFA World Cup.
Chapter President-Elect, Ajith Pai, PharmD, FACHE, kicked off the event, expressing the Board of Directors’ enthusiasm for hosting such a significant gathering of healthcare executives. He emphasized the historic nature of the event, designed to foster greater engagement among high-level leaders and acknowledged sponsors, including Haworth, as well as committee members who contributed to the event’s success. Pai highlighted the chapter’s demographic growth and the importance of preparing for the impact the 2026 FIFA World Cup will have on the healthcare sector, particularly with nine matches to be hosted in the DFW area — each anticipated to carry an economic impact equivalent to that of a Super Bowl, with a total economic boost of $400 million.
The keynote fireside chat, moderated by Felixia Colón, FACHE, featured special guest Monica Paul, Executive Director of the Dallas Sports Commission, whose pivotal efforts secured DFW as a host city for the 2026 World Cup. With her background in spearheading international sports events and collaborations with major leagues, Paul’s leadership has
positioned Dallas as a premier sports destination. During the session, Paul shared her journey in securing the event, recounting that efforts began back in 2010. When she finally received the confirmation call from FIFA, she remarked with excitement, “I’ve only been waiting seven years for this call.”
Paul’s passion for the community and sports was palpable as she detailed the immense preparations underway. She emphasized DFW’s status as a major sports hub, with four base camps for international teams already designated, adding that the region’s robust bid was key to winning the hosting rights. She also touched on the broader implications for healthcare, discussing how this global
event will place a unique strain on emergency management systems, supply chains, and public health infrastructure, all while providing unmatched opportunities for growth and innovation in the local healthcare sector.
The event concluded with a lively question and answer session, where Paul further elaborated on the logistics, challenges, and excitement leading up to the 2026 World Cup. Her insight and experience left attendees with a deeper understanding of the far-reaching implications this international event will have on healthcare in DFW and beyond. The ACHENTX Executive Exchange proved to be a resounding success, setting the stage for future high-level discussions aimed at empowering healthcare leaders to navigate large-scale, transformative events like the World Cup.
BETTER TOGETHER
By Melinda Schmidt, MBA, BSN, RN
Vizient hosted an American College of Healthcare Executives North Texas (ACHENTX) event focused on advancing diversity, equity, and inclusion (DEI) in the healthcare industry. Themed “Better Together,” it brought together local chapters of various healthcare organizations, including National Association for Latino Healthcare Executives, National Association of Health Service Executives, Healthcare Information Management Systems Society, North Texas Association of Health Quality, Healthcare Financial Management Association, Asian Healthcare Leaders Community of North Texas, and Women’s Healthcare Executives’ Network.
The event began with Rea Owens from Vizient introducing ACHENTX President Aaron Bujnowski, FACHE. Bujnowski highlighted the diversity within the chapter and expressed gratitude for the participation of all the organizations. He also provided updates on upcoming ACHENTX events. The keynote speaker, Therese Gopaul-Robinson, followed with an inspiring speech.
Gopaul-Robinson started her talk by sharing her love for concerts and comparing the behind-thescenes efforts required for a successful concert to the healthcare industry. She emphasized that many individuals in healthcare who never directly interact with patients make significant contributions to their wellness and recovery. Gopaul-Robinson encouraged the audience to REMEMBER why they chose healthcare, share their stories, RECONNECT with the human side of healthcare, and RECOMMIT to excellence.
Following her presentation, attendees had the opportunity to network with representatives from various organizations, fostering new connections and ideas. Owens then presented raffle prizes, adding a touch of excitement to the event. The ACHENTX Better Together event successfully conveyed the message of DEI and underscored the transformative impact of leadership skills and professional growth on success in healthcare, leaving the audience inspired and motivated.
RANGERS V ORIOLES
Unleash your power
You can achieve anything you put your mind to. The power to crush any goal is in all of us. Let’s set it free.
JULY 23, 2024
CRUSHING IT, PERSONALLY AND PROFESSIONALLY!
By Bert Witherspoon
The ACHENTX Membership Drive, held on July 23, 2024, at Crush It Sports & Social Lounge in Grapevine, was a tremendous success with a fantastic turnout. Attendees had the opportunity to showcase their athletic prowess—or simply have fun—with multi-sport simulators featuring golf and football, duckpin bowling, air hockey, and various arcade games. The event seamlessly blended friendly competition with networking, making it thoroughly enjoyable.
The air hockey table and duckpin bowling lanes were particularly popular, sparking lively competitions. Sierra Sapp, Alyssa Moore, and Jason Fry appreciated the social aspects, while Bert Witherspoon and several others thrived in the competitive environment. Everyone agreed that Crush It Sports & Social Lounge was the perfect venue for this vibrant social mixer.
A special thank you to all those who attended and to John Whittemore for organizing such a fun and engaging event!
THE BUSINESS OF HEALTHCARE
By Michael Belkin, FACHE
ACHE of North Texas offered its members and guests an opportunity to network and learn about various healthcare businesses. On July 26th, roughly 50 attendees gathered at the University of Texas at Dallas Naveen Jindal School of Management. The event featured various leaders from healthcare-oriented organizations that support the business of healthcare.
The event provided a casual and personal opportunity to sit with other attendees at round tables and have unique conversations with leaders from these various healthcare organizations. The presenters switched tables during the event to ensure that all attendees had the opportunity to learn about the business entities and ask questions of the representatives.
I had the pleasure of learning about the massive construction projects that are always ongoing within healthcare delivery facilities including hospitals, outpatient ambulatory centers, and clinical offices. Nearly every hospital in the country is either under a renovation project or an expansion project. We learned that regulatory challenges are tricky and must be navigated with caution and precision. We discussed some exciting construction projects underway in other countries that could arrive in the United States. For example, hospitals in Europe are building circular operating room (OR) suites. We learned about the logic of this endeavor due to the unused space in the corners of typical U.S. OR suites. Additionally, we learned that compliance of the construction project must
meet the regulations set during the years of the original build. As regulations continue to evolve, if this was not the standard, then most facilities would not meet current codes and would require significant changes.
Our table also learned about the services of staffing hospitals with non-healthcare personnel such as the cleaning staff, receptionists, aides, and others who work long hours and interact with patients regularly. Ensuring that these workers are properly trained and vetted is critical due to the nature of our healthcare delivery system. Patients interact with nonhealthcare personnel daily, and these workers must understand how important they are to the patient experience.
We also discussed the challenges of small private physician practices that struggle with third-party insurance reimbursement and the inequity of competing with the large integrated healthcare systems. Independent Physician Associations are designed to provide physicians that want to remain in private practice an opportunity to have greater leverage and scale when they join forces with other similarminded providers. The association provides an opportunity for quicker hospital credentialing and larger group purchase opportunities with private insurance. Nevertheless, the challenges of receiving the best reimbursement remain a constant factor for these independent physicians. Even with the combination of hundreds of these types of private practices, they fall short of the negotiation power that multi-billion dollar
healthcare systems possess. We learned that private practice physicians are concerned about the long-term viability of remaining independent.
Our table learned how telehealth companies are trying to fill the void in communities that cannot find the services of a specialist. Companies provide various specialty care virtually, including nephrology, cardiology, and high-risk obstetrics. Given the shortage of specialists, this is a necessary service and, in many communities, the only way patients may have the opportunity to receive such care.
JULY 30, 2024
BREAKFAST WITH THE PRESIDENT – JUAN M. FRESQUEZ, JR.
By Audrianne Schneider, FACHE
Crystal Brown, Vice President of Operations and Chief Operating Officer of Methodist Mansfield Medical Center welcomed the large group that gathered the morning of July 30 for Breakfast with the President. She introduced Juan M. Fresquez, Jr., CEO, who opened the discussion by sharing that he is a descendant of one of the signers of the Texas Declaration of Independence. A native Texan, he was born at Baylor University Medical Center (Boone Powell was the administrator at the time). Fresquez shared that he always knew he wanted to work in healthcare and began his residency at Wilford Hall Medical Center at Lackland Air Force Base in San Antonio after graduating from the University of the Incarnate Word.
Throughout his extensive career, he has honed his skills in leadership and hospital operations in several different systems, including Parkland Health, Columbia/HCA, Inc. and Tenet. He immersed himself in process improvement and spent 32 years in for-profit healthcare organization. He has served as CEO at Methodist Mansfield for the past five years. He and his wife of 35 years love the community and are very involved.
Fresquez talked about leaders who have had an impact on him, including Quint Studer, whose simplicity and common sense resonated. He also mentioned Dr. Ed Roberson, who authored Total Quality Management. He offered this advice: “Say ‘yes,’ get involved, take the project, get on the team.”
He emphasized that it’s important to look at the sustainability of projects and pointed to Dave Guerra’s book, Super Performance, which explores those who are sustaining impactful results and staying at the top of their game, as well as solid examples of servant leadership. The formula Guerra outlines is Process X Culture = Super.
Fresquez discussed the importance of culture and how it makes the difference. “It’s the spirit of the organization – the energy.” He shared some recent metrics for Methodist Mansfield Medical Center and explained the effect a positive and engaging culture has on the things we measure in health care. Methodist Mansfield’s high employee engagement scores are in the top quartile of hospitals in the country. They also have high physician engagement and low employee turnover. He advises leaders to focus on the team as a whole and hold yourself and your leaders to a high standard.
How to measure culture
• Patient Experience – Inpatient satisfaction, Outpatient testing and treatment satisfaction, emergency department satisfaction
• Employee engagement
• Employee turnover (total, Registered Nurse specific)
• Physician engagement
Methodist Mansfield Medical Center is part of Methodist Health System with the Dallas location opening in 1924. The Mansfield hospital
opened in 2006 and has expanded over the years with plans for a third tower. With 294 beds, Methodist Mansfield Medical Center is pursuing Level II Trauma designation and offers a Level III neonatal intensive care unit. In January, they opened a 32-bed neuro intensive care unit. The hospital also has one of the busiest robotic programs in the state – close to 10,000 procedures.
Fresquez is also proud of the collaboration with the City of Mansfield and Texas Tech University to bring a Bachelor of Science in Nursing program to the southern part of the metroplex. To date, they have graduated 84 nurses.
“We want to be the trusted choice of our patients’ health and wellness needs,” says Fresquez.
Final leadership thoughts learned along the way:
• It’s easier to stay out of trouble than to get out of trouble. Always do the right thing.
• Push the envelope and swing for the fences – managerial courage is important. Military hospital taught him about fearless leadership.
• Your high performing leaders expect you to manage low performance.
• Do what you feel in your heart to be right –for in the end you’ll be criticized anyway”
– Eleanor Roosevelt
Crystal Brown closed the session by thanking the sponsors and announced that a donation to the ACHENTX Foundation was made in honor of Mr. Fresquez and the Methodist Mansfield Medical Center team.
RANGERS V RED SOX
NAVIGATING KEY LEGISLATIVE ISSUES FACING HEALTHCARE LEADERS
By Amanda Brummitt, FACHE
Speakers
Aaron Bujnowski, FACHE, Managing Director, Transformation Strategy Lead, Alvarez & Marsal
Randy Pilgrim, MD, FACEP, FAAFP, Enterprise Chief Medical Officer, SCP Health
Katherine Yoder, Vice President of Government Relations, Parkland Health
pros and cons. He shared challenges that are unique to emergency medicine such as the Emergency Medical Treatment and Labor Act, laws regarding medical debt, and the unplanned nature of emergency encounters. Pilgrim also advocated for emerging value-based strategies, urging healthcare leaders to remain persistent and proactive.
In a compelling discussion on public policy and legislative challenges affecting healthcare, Aaron Bujnowski, Dr. Randy Pilgrim, and Katherine Yoder addressed critical legislative issues like Medicaid access, population health, and value improvement, urging leaders to adapt their organizational strategies accordingly.
Yoder highlighted the financial strains for the state associated with Medicaid, noting that it covers only about 60% of the costs to provide care. While managed Medicaid plans like STAR help offset some expenses, they also add layers of complexity. She acknowledged the positive impact of Texas’s recent Medicaid expansion for postpartum mothers and encouraged the ongoing efforts to extend mental health coverage, especially for children.
Pilgrim has seen a net positive to these expansions because of reducing the population of patients that are uninsured, despite complex
The panelists underscored the growing concern over rising healthcare costs and misaligned incentives, particularly in relation to pharmacy benefit managers and health plans. They explored the implications of proposed legislation that could see lawmakers setting prices and reflected on how the U.S. healthcare system compares globally, identifying lessons to be learned from other countries. They stressed the importance of shifting from disease care to true healthcare.
In conclusion, the discussion underscored the pressing need for healthcare leaders to stay informed and adaptive in the face of evolving legislative challenges. By focusing on strategic adjustments, embracing value-based care, and advocating for greater transparency, leaders can navigate the complexities of the healthcare landscape and drive meaningful improvements in patient care.
AUGUST 22, 2024
ETHICAL CHALLENGES IN HEALTHCARE LEADERSHIP
By Audrianne Schneider, FACHE
Moderator
Matt Richardson, Director of Public Health, Denton County
Panelists
Jennifer Schroeder, SVP and Deputy General Counsel, Texas Heath Resources
Katie Heeter, SPHR, FACHE, Baylor Scott & White Health
This engaging virtual event opened with a welcome by Katie O’Neil. Matt Richardson, moderator, introduced panelists Katie Heeter and Jennifer Schroeder, who provided thoughtful insights about the ethical challenges in healthcare leadership. The perspectives from Katie, a Human Resources executive and Jennifer, a Legal executive, provided interesting and thoughtful perspectives.
When asked about ethical leadership and what it means, both panelists agree that the answer is simple – it’s always doing the right thing –and making decisions with integrity for the safety and inclusion of all constituents. Leaders must also model ethical standards for the rest of the organization and ethics should be a filter for every decision.
Operationalizing ethical behaviors starts at the top with a common set of values and expectations. Katie says, “This is not a one and done – it’s a lifestyle – and organizations
should celebrate examples of ethical behavior across the organization. This creates a culture of safety, diversity and valuing opinions. Dialogue with the front line helps to raise the issues and empowers people to do so – this is how we can get issues addressed.” Jennifer emphasized a strong focus on compliance. “With a complex regulatory structure, creating a safe space to discuss issues, empowering people to ask questions and voice concerns is important.”
When the topic shifted to setting an ethical direction, some common themes emerged: It starts at the top.
• Health care is mission-driven; we’re here for a greater purpose. Ethics is part of who health care leaders are. It’s inherent and a basic expectation of performance. The Texas Health Promise is an example.
• Make sure applicants understand your organization’s expectations around values and code of ethics.
• Doing the right thing for the patient –every time (examples of efforts to ensure appropriate patient care during the pandemic – and always).
• Being as transparent as possible when communicating a decision and the “why.” Many times, issues arise from the front line – letting them know you heard them and did something about it is important.
In thinking about resolving issues, it’s agreed that continual conversation about ethical behavior is important, along with examples of what could be a potential conflict. Transparency around processes like vendor selection, hiring, etc. is important, as well as a framework to determine the most effective path forward.
A short Q&A followed the panel discussion. Katie closed the session by thanking the sponsors and announced that a donation to the ACHENTX Foundation was made in honor of the panelists and moderator.
Patient Physician Network
SEPTEMBER 10, 2024
COCKTAILS WITH THE CHIEFS
By Bert Witherspoon
The North Texas Chapter of the American College of Healthcare Executives hosted a vibrant and insightful Cocktails with the Chiefs event on September 10 at the dynamic Health Wildcatters headquarters, with generous sponsorship from Health Wildcatters and Create Amor. The evening was filled with engaging networking, thought leadership, and plenty of laughs as healthcare executives discussed the future of care delivery and innovation across North Texas.
The evening was kicked-off by Dr. Hubert Zajicek, CEO and Co-founder of Health Wildcatters, with some elevator pitches from emerging healthcare startups, members of the 2024 Health Wildcatters Accelerators Program cohort, providing a glimpse into innovative technologies poised to transform healthcare. These quick pitches , underscored the growing influence of health tech in areas like AI-driven diagnostics and patient care delivery models.
Following the startup presentations, Anna Stelter from the Texas Hospital Association offered insights into the upcoming legislative session, emphasizing the critical issues on the horizon for Texas hospitals. She addressed concerns around payer approvals for next-level care during patient discharge, the increasing need for charity care, and the workforce shortages affecting behavioral health services. Anna highlighted the ongoing efforts to improve the behavioral health pipeline and called for long-term workforce investments to meet the demand for care.
Christin Stanford from AMN Healthcare, an ACHENTX Gold-Level sponsor, also shared AMN’s significant contributions during the pandemic, including their rapid deployment of a COVID-19 vaccine center in Frisco and critical staffing solutions for local hospitals. Her story resonated with attendees, illustrating AMN Healthcare’s commitment to supporting frontline healthcare systems.
Laura Parsons-Yanez, Networking Committee Chair, and the event’s coordinator, opened the main event by acknowledging fellows, first-time attendees, and sponsors. She then introduced the moderator, Will Maddox, Senior Writer for D CEO Magazine and editor of D CEO Healthcare. Will set a lighthearted tone as he introduced the panelists: Dr. Carmen Bowling from Parkland Health, Jason Cave of VA North Texas, Winjie Tang Miao from Texas Health Resources, and John Phillips of Methodist Dallas Medical Center. Each panelist shared a funny, personal story about why they entered the healthcare field. From John Phillips’ journey starting as a physical therapist to Carmen Bowling’s passion for women’s health, the panelists’ stories not only entertained but also shed light on the meaningful experiences that shaped their leadership paths.
The evening ended with spirited discussions on expanding access to women’s health, leveraging data for patient-centered care, and the unique challenges of VA healthcare. Through humor and heartfelt stories, the panelists left attendees with inspiring messages about the future of healthcare leadership in North Texas.
With its mix of thought-provoking content and fun, the Cocktails with the Chiefs event, hosted by Health Wildcatters and Create Amor, delivered an unforgettable experience for healthcare professionals eager to connect and shape the future of care.
UPCOMING EVENTS
Many other ACHENTX Events are in the works. Please monitor achentx.org/events or the weekly announcements for more details to be announced soon.
Date
Tuesday, October 15, 2024
Event
Breakfast with the President - Vanessa Walls, President of Northern Market, Children’s Health and Sneak Preview of New Children’s Health Plano Expansion
Q4 Education Event
Thursday, October 24, 2024
Panel 1: Proactively Managing Your Professional Development as a Healthcare Leader Panel 2: Leading a Culture of Safety: A Blueprint for Success
NEW ACHENTX MEMBERS
JUNE
Blake Connell
Phillip DeBruzzi
Marc Demyun
Victoria Doby
Jenny Earls
Jill Farrell
Mindi Ferguson
Sonya Grigsby
Wesley Jayroe
Blake Johnson
Parul Manocha
Kimberley Mathers
Jason McClaren
Leslie Munoz
Jacob Murray
Bradley Reed
Anthony Richardson
William Robertson
Kenneth Rothfield
Simran Sedani
Dwight Tapp
Raul Torres Lasanta
Kaleigh Varner
Charles Williams
Jae Yu
JULY
Chelsea A Zepeda
Robert Brandao
Avery Brown
Jenny Esparza
Angela Frady
Ruth George
Christina Herrera
Michael Hilton
Rohit Iyer
Kristen James
Chrissy Jones
Sarina Joshi
Jennifer Killeen
Ellen Levitt
Anita Luis
Elena Mason
MD Mohid
Jason Petrishin
Deirdre Price Kennedy
Asfia Qammar
Ryan Rives
Emilio Salazar
Sierra Sapp
Lamonica Savage
Felica Shaw
Cameron Smith
Michael Stewart
Andrew Thomas
Monique Tran
Suzanne Wyker
Jennifer Young
Oluwaseyi Young-Harry
AUGUST
Angela Arce
Abby Baker
Chris Brewer
Marlen Carrillo
Phyllis Chambers
Jason Deeb
Jon Eaton
Chauntelle Engleby
Sarah Escobedo
Esther Fairchild
Stephen Freeman
Neetthu George
Isabela Guimaraes
Brianna Gutierrez
Jason Hernandez
Ashley Jayroe
Jason Jennings
Mark Johnston
Bijula Joy
Peyton LaBauve
Adam Martin
Arpitha Mekala
Kyle Milberger
Tremayne Myles
Matt Nolan
Enoma Ojo
Matt Tamez
Isabel Valdivia
Carlos Valladares
Philip Ward
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NEW ACHENTX FELLOWS
JUNE
David I. Castro, RN, BSN, MBA, FACHE
Gregory Fratantoni, FACHE
Rishi Shah, FACHE
JULY
Whitney Johannessen, PhD, APRN, FACHE
Samantha P. Maras, FACHE
AUGUST
Garrett C. Stewart, MBA, FACHE
Sriraman Thiruvallur Rajamani, FACHE
Jennifer Zentz, DPT, FACHE
RECERTIFIED FELLOWS
JULY
Michael Belkin, JD, MHSA, FACHE
Michael B. Hamilton, MBA, MHA, FACHE
Bri nging bette
to the bedside.
Mihir Patel, MD Regional Chief Medical
ACHENTX PLATINUM SPONSORS
